Thunderbird School of Global Management

• What inspired your passion for digital innovation and technology management, and how did your journey begin?

My journey began with a deep curiosity about how technology could create transformative opportunities, particularly for communities at the margins of the global economy. Early on, I conducted research in Japan on technology adoption, where I witnessed firsthand the catalytic impact of digital tools on business ecosystems. Over time, I became convinced that digital innovation wasn’t simply about efficiency—it was about empowerment, equity, and building resilience into systems that support human thriving.

Today, at Thunderbird School of Global Management, I lead with the belief that technology management is a global responsibility. In an increasingly interconnected world, our ability to ethically scale innovation depends on our capacity to understand diverse contexts— from regulatory environments and cultural nuances to geopolitical fault lines and trade infrastructure.

• With a strong focus on cyber risk, how do you educate leaders to approach cybersecurity as a strategic imperative rather than just an IT issue?

Cybersecurity must be treated as an enterprise-wide strategic concern, especially as artificial intelligence and advanced data analytics become central to operations. We emphasize that data infrastructure and energy infrastructure are not just technical backbones—they are core enablers of trust, trade, and national security.

At Thunderbird, we train leaders to frame cyber risk within broader strategic contexts: economic resilience, operational continuity, international trust, and regulatory compliance. We push leaders to move beyond perimeter defense to holistic governance, where cybersecurity is embedded in supply chain decisions, board-level deliberations, and trade negotiations. It’s particularly crucial as emerging technologies like AI increase both the value of data and the risks associated with it.

• At Thunderbird, you’re driving digital innovation on a global scale. What are the most surprising insights you’ve gained about how digital transformation plays out differently across cultures or regions?

One of the most surprising insights is how profoundly infrastructure asymmetries shape the trajectory of digital transformation. For example, in some regions, the limiting factor isn’t innovation capacity—it’s the absence of data infrastructure, energy reliability, or regulatory interoperability. In others, cultural values around privacy or trust in institutions deeply influence the adoption of technologies like AI or blockchain.

What’s consistent across regions is the need to embed technology within global systems thinking. For instance, international trade today hinges not only on ports and physical goods but also on secure digital exchanges, harmonized standards, and cross-border data flows. This convergence of digital and physical trade infrastructure has profound implications for global leadership.

It also calls for new diplomatic frameworks—what we might call sub-national innovation diplomacy—especially in emerging frontiers like space and oceans. These arenas will require shared governance models that combine scientific, geopolitical, and ethical lenses.

• What advice do you give executives and boards looking to leverage analytics and emerging technologies for top and bottom-line growth?

First and foremost: Treat emerging technologies not just as tools but as strategic inflection points. Whether it’s AI, quantum computing, or synthetic biology, these technologies will redefine business models, talent pipelines, and value propositions across industries—from healthcare to manufacturing to logistics.

To harness this potential, boards and executives must:

● Invest in foundational infrastructure—particularly data systems and energy platforms—to enable scalable innovation.

● Embed AI governance into decision-making, balancing agility with ethical accountability.

● Think globally, act locally, particularly when navigating regulatory environments or sourcing partnerships.

● Prioritize workforce transformation—technology adoption must be accompanied by upskilling and reskilling efforts, especially for inclusive economic growth.

Ultimately, I advise leaders to build adaptive capacity—the ability to pivot intelligently and ethically as technologies evolve. That’s the key to sustainable growth in the era of continuous disruption.